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SQL Down Under are a team of SQL Server and Business Intelligence specialists operating from Australia and providing global offerings. I was recently talking with an associate about the direction they were receiving from their new executive leadership. Senior executives – and their organizations – can benefit from the executives and senior management receiving coaching. Middle to Upper Management: As one advances through their career, how does one incorporate the skills they have learned and the new skills needed for their expanding roles and responsibilities? While mentoring is beneficial to help learn how others have done things successful, coaching can help one discover how they can be the best them possible.
Early in Career to Entry Management: Training and mentoring are most useful early in one’s career and as they enter into early management positions. In the recent “Talent Edge 2020” survey, more 71% executives who participated in the survey expect to increase the focus on developing high-potential employees and emerging leaders.

Bozeman and Feeney (2007) define mentoring as a process for the informal transmission of knowledge, social capital, and the psychosocial support perceived by the recipient as relevant to work, career, or professional development. The term mentor originated from Homer's epic poem The Odyssey, in which Odysseus, King of Ithaca, went to fight in the Trojan War and entrusted the care of his kingdom to Mentor, who served as the teacher of Odysseus' son, Telemachus. Mentoring is often thought of as the transfer of wisdom from a wise and trusted counselor, normally in a leadership position, who helps to guide a person's career to the upper echelons of the organization. Kram (1986) discovered that mentoring facilitates the socialization of new hires into the organization, reduce turnover, minimize mid-career adjustments, enhance transfer of knowledge and values, and facilitate the adjustment of retirement. The authors also note that an organization's long-term performance and survival depends far more on the contributions of their B-players. Using their most conservative measures of job and salary grade improvement, Capital Analytics found a 1,000% ROI, for Sun's mentoring program (Dickinson, Jankot, Gracon, 2009).
These steady performers counter-balance the ambitions of the company's high-performing visionaries, whose strengths, when carried to an extreme, can lead to reckless or volatile behavior.

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But what brings out the full magic of mentorship is some degree of affection or warm friendship . The executives and senior managers felt they were on-board with the senior leader– or they were too afraid to say they didn’t understand how to translate what they heard to what was expected.

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